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<br />BUSINESS CALENDAR <br /> <br />NO ACTION ITEMS WERE PRESENTED <br /> <br />DISCUSSION <br /> <br />Santa Ana Empowerment Corporation Board of Directors Planning Retreat <br /> <br />+ Desired Planning Retreat Outcomes: <br />1. Discussion, closure and clear direction regarding staffing, operations and Board <br />performance issues <br />2. Evaluation of the 2002 SAEC Business Plan <br />3. Determination of the future SAEC Business Plan <br /> <br />+ SAEC Operation's Issues <br />1. SAEC fiscal agent: Following discussion, it was agreed that the City of Santa Ana <br />would remain as the fiscal agent for the SAEC. The rationale for this decision includes: <br />a) The City of Santa Ana has sufficient resources to provide necessary advance <br />SAEC operating and programmatic funding. <br />b) There are no other entities with either the capability or willingness to assume the <br />fiscal agent role. <br />c) The focus of the SAEC is on Santa Ana; the City is a vital partner in the <br />corporation and therefore should playa vital role in the corporation. <br /> <br />2. SAEC staffing: Following discussion, it was agreed that the City of Santa Ana would <br />continue to serve as staff to the SAEC. However, concrete steps will be taken to <br />strengthen the effectiveness and responsiveness of the Board/Staff working relationship. <br />These steps will include: <br />a) In an advisory capacity, the Board (represented by Maria and Eddie) will provide <br />Patti Nunn input on her performance reviews of the SAEC Manager. The input <br />may be about the Manager's performance or any of the staff the Manager <br />supervises. The Manager will be responsible for ensuring that staff achieves <br />Board performance expectations <br /> <br />b) Develop clear protocols that define: <br />- Staff work assignments (to keep Board informed) <br />_ What decisions staff is authorized to make and what decisions are Board <br />decisions <br /> <br />_ Clear communication channels between the Board and staff. (Le. how <br />can staff most effectively communicate with the Board? For example, will <br />all communication between the Board and staff go through the Manager?) <br /> <br />_ Other protocol that may be helpful in clarifying where staff is accountable <br />and ensures that the staff is responsive to the Board <br /> <br />c) Providing staff with training in how to work with a Board of Directors. Topics <br />should include: <br />_ How to ensure responsiveness to Board directives and agreements <br />- "Care and feeding" of Board members <br />- Ensuring follow through on Board requests <br />_ Allowing for more Board member ownership and ability to run the Board <br />("Who is running the Board? <br /> <br />SAEC BOARD RETREAT MINUTES <br /> <br />2 <br /> <br />OCTOBER 13, 2004 <br />